Building the Front Door for a New U.S. CX Function
CX Intake & Routing Model
- Timeframe
- 2025 – Present
- Role
- CX Program Manager
- Tools / Platforms
- SAP C4/HANA, Microsoft 365, Power BI, Notion
Executive Summary
As Busch Group USA began formalizing a dedicated Customer Experience function, one of the most immediate needs was a clearer intake and routing model. Requests were entering through multiple channels, ownership varied by team and handoffs were often inconsistent. My role was to help design the structure behind a more scalable front door — clarifying how work should enter CX, who should own it and how it should move across teams.
Why It Mattered
Without a clear front door, CX could not scale. This work created the operating foundation for ownership, routing, visibility and future Customer Care roles.
Context
The U.S. organization was in the early stages of building a formal CX capability. Historically, work had been spread across customer service, inside sales, service and other teams, with many requests handled through informal relationships and tribal knowledge. As the business grew more complex, that model created friction — both for customers and for internal teams trying to determine ownership.
There was an opportunity to define a more intentional operating model: one that improved intake consistency, reduced routing confusion and created the foundation for a future Customer Care Specialist structure.
The Problem
Customer and internal requests were entering through multiple channels with no clear intake standard.
Routing decisions often depended on individual knowledge rather than defined ownership logic.
Teams could not easily distinguish between work that should remain at the front line and work that should be handed off.
Visibility into backlog, aging and 'waiting on customer' status was limited or inconsistent.
The organization needed a scalable model that could support future growth without simply adding more complexity.
My Approach
Defined the role of CX within the broader operating model.
Designed intake and routing principles centered on team-based routing, cleaner handoffs and clear ownership expectations.
Helped shape the Customer Care Specialist concept as a Level 1 intake role.
Focused on operational visibility including aging dashboards, routing accuracy and status tracking.
Connected the model to future system design within SAP C4/HANA.
Results / Impact
Operational Impact
Created clearer routing and handoff expectations across customer-facing teams.
Visibility Created
Advanced the need for ticket aging, routing accuracy and status tracking.
Scalability Built
Laid the foundation for a future Customer Care Specialist model.
Strategic Value
Helped move CX from informal support activity toward a structured operating model.
Artifacts
The following materials were developed as part of this work. Full versions are available upon request.
Intake and routing framework
Structured intake model defining how requests should enter and route across the CX function.
Available upon request
Customer Care Specialist role concept
Operational definition of the L1 intake role and ownership responsibilities.
Available upon request
Operating model documentation
Documentation outlining CX scope, governance and team structure.
Available upon request
Ticket aging / status visibility concept
Framework for tracking backlog aging, routing accuracy and request status.
Available upon request
Key Takeaways
- A strong CX function starts with clarity of ownership, not just better intentions.
- Routing accuracy improves when teams are aligned around structured rules, not individual heroics.
- The front door of customer experience is operational infrastructure — if intake is messy, everything downstream becomes harder.
Building a CX function, modernizing customer operations or turning feedback into action?
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